PSY-FPX6710_Wood-Leclerc_Emily_Assessment3

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COACHING PLAN 1 Executive Coaching Plan Emily J. Wood-Leclerc Capella University PSY-FPX6710 November 24, 2023

COACHING PLAN 2 Abstract Coaching is a common learning and development practice in the workplace that has many advantages to an organization. Coaching can span all levels of experience, making it a beneficial tool for all career paths and experience levels. This proposal will review recommended processes for coaching executives working with a multicultural team. The proposal includes recommended competency assessments and processes, a recommended leadership approach, and a coaching approach for the executive to lead the new team.

COACHING PLAN 3 Introduction The following proposed coaching plan for U.S. Food Company will help prepare both female and male executives for a new assignment in East Asia, with a focus on the cultural competencies of Japan. These executives will be leading multicultural teams in a new division of the company at an international office. The following plan is designed for executives who have not been on foreign assignments before. Culture is “the collective programming of the mind which distinguishes the members of one group or category of people from another” (Hofstede, 2007, p. 413). Management is about people. Thus, it is important to understand the cultural differences in the workplace. To have the greatest long-term impact in a coaching plan, we will look at the differences between the primary cultures associated with the assignment. While the basic framework of the plan can be applied to all cultures, it will be tailored to cultural behaviors in United States and Japan. The Culture Factor Group by Hofstede Insights breaks the cultural differences into six dimensions: power distance, individualism, motivation towards achievement and success, uncertainty avoidance, long-term orientation, and indulgence (Hofstede, 2023). As referenced in Figure 1 below, quite a few dimensions present significant gaps between cultures. The largest three gaps are long-term orientation, uncertainty avoidance, and motivation towards achievement and success. All dimensions are important to cultural competence. However, these areas may need more attention due to the significant cultural differences. Reminder that individual personality traits may create a variance in actual gaps between individuals, either larger or smaller than the figure provided. Figure 1 The Culture Factor Group – Hofstede Insights: United States v. Japan

COACHING PLAN 4 (Hofstede Insights, 2023) As this will be the first international assignment of the executives, coaching is required to prepare the individuals for their assignment. However, it is important to note that research supports that there is no significant correlation between international experiences and cultural competence (Chang et al., 2013). It is highly recommended that cross-cultural coaching be provided to all leaders working with global teams and interacting with different cultures. Executive Coaching Plan The plan provided will use a combination approach for cross-cultural training, broken out into four sections: interview questions, leadership approach, coaching approach, and an evaluation of coaching strategy effectiveness. The appendix includes two role-play scripts as referenced in the coaching approach. It is recommended that the coaching plan be executed over multiple weeks to allow for additional self-analysis, learning, and practice. However, it can be executed in as little as 5 business days for shorter timelines.

COACHING PLAN 5 By following the plan provided, the company can prevent unnecessary conflict and identify potential needs to prepare the individual and teams for success. Interview Questions To determine actionable steps for the executives, first a baseline of cultural competence and cultural adaptability needs to be established. According to research, the best way to gauge adaptability is by assessing how successful they will be when interacting with other cultures (Chang et al., 2013). By asking situational and behavioral questions, it can better ascertain how executives will act when faced with different values and cultures. The questions provided will help obtain this insight and identify additional areas of focus to prepare the executives best. Questions 1. How would you describe your current level of cultural awareness and competency? 2. What steps are you currently taking to educate yourself about different cultures and perspectives? 3. How do you adapt your communication style when working with individuals from diverse cultural backgrounds? 4. How do you approach building relationships with colleagues or clients from different cultural backgrounds? 5. What techniques do you use to remain open-minded and empathetic when faced with cultural challenges? 6. Can you share an example of a decision you made that successfully incorporated cultural considerations? 7. What resources or training opportunities are you exploring to enhance your cultural competency skills?

COACHING PLAN 6 8. How do you approach conflict resolution when it involves individuals with different cultural backgrounds? 9. Can you share an experience where you successfully resolved a conflict related to cultural differences? 10. What specific goals do you have for enhancing your cultural competency, and what steps will you take to achieve them? Leadership Approach According to Robinson (2001), as cited by Aritz and Walker (2014), “leadership is exercised when ideas expressed in talk or actions are recognized by others as capable of progressing tasks or problems which are important to them ” (p.74). As these executives will be managing a new team, it will be important to discuss leadership styles and approaches to appropriately lead, coach, and motivate the individual contributors. To do this, executives will need to understand their natural leadership style. There are various assessments available to assess leadership styles including a free option with Management Training Specialists, Leadership Assessment Test that is available online. Validated, paid tests include Survey of Transformational Leadership (STL), which will measure strengths and opportunities for individual transformational leadership characteristics (Edwards et al., 2010). According to research, skills and practices categorized as transformational leadership can translate to global cultures (Conte & Landy, 2018). As this is a long-term and supportive approach to leadership, it is universally effective in establishing trust among stakeholders (Perez, 2017). According to Bass (1985), as cited by Puffer and McCarthy (2008), the four characteristics of transformational leadership are idealized influence, inspirational motivation,

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